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Towards an integrated theory of economic governance – Conclusions from the governance of ethics
(2004)
Web services are, due to the excellent tool support, simple to provide and use in trivial cases. But their use in non-trivial Web service-based systems like I3M poses new difficulties and problems. I3M is an instant messaging and chat system with distributed and local components collaborating via Web services. One difficulty is to make a series of related Web service invocations in a stateful session. A problem is the performance of collaborating collocated, service-oriented components of a system due to the high Web service invocation overheaed as is shown by measurements. Solutions to both the difficulty and the problem are proposed.
The focus of this part of the research project lies on the process of developing a Social Responsibility Standard within a network made up of various stakeholders. The International Organization for Standardization (ISO) is known as the world´s leading institution for the development of standards. Besides setting standards in the fields of e.g. construction, agriculture and information technology, recently the Technical Management Board (TMB) of ISO proposed to further extend its activities by developing an international standard addressing the social responsibility of organizations. In 2004, a new Working Group was established as a multi-stakeholder group comprised of experts, who are nominated by ISO´s members as well as interested international and regional organizations in order to provide for guidance in setting international standards on social responsibility. In May 2006, the survey was conducted during the third conference of the ISO Working Group in Lisbon, Portugal. This particular empirical study has been designed on the one hand to investigate the motivation of organizations and their delegates to engage in social responsibility. On the other hand, the survey had the objective to evaluate the individual participants' current perception and assessment of the network´s efficiency, effectiveness and legitimacy, a so-called 'snap-shot' of this ISO process1. Overall, the empirical study shows that the organizations and their delegates, who have dealt with the topic SR for several years for diverse reasons, expect a tremendous effect by implementing ISO 26000 in their own organizations. Furthermore, the majority of respondents assess the decision-making process positively within the ISO process with respect to the criteria inclusive, fair, capacity building, legitimate and transparent. Difficulties concerning the distribution of stakeholder influences are being addressed. The results of the survey support the efforts to establish policies and procedures in order to encourage a balanced representation of stakeholders in terms of gender, geographic and stakeholder groups.
There was hardly another development which influenced the life on earth as much as the development of the communication technology in the last decades. The advantages of mobile communication brought the branch enormeous growth rates. However, for some years an increasing saturation has been looming in the markets especially in the developed nations and new marketing strategies are needed in order for companies to be able to distance themselves from their competitors. Against the background of this situation ICT companies all over the world started to look for new growth opportunities and found them in the so called “emerging markets” of the developing nations. To exploit this potential will be the one central challenge for the mobile communication industry for the next years. With this book I want to direct the gaze of all readers towards these markets which hold an enormous potential for the whole industry. Furthermore, I want to introduce some generic strategic approaches which can help firms to successfully participate in these markets.
This working paper is part of a PhD research project dealing with the topics Social Responsibility, Stakeholder Theory and Network Governance, run by Maud Schmiedeknecht and supervised by Prof. Dr. habil. Josef Wieland, both from the Konstanz Institute for Intercultural Management, Values and Communication at the Konstanz University of Applied Sciences.
Today we live in a world that is characterized by a constantly changing environment. During the last decade, this highly volatile environment forced companies to implement strategies that identify, track and minimise the risks that entrepreneurial activity entails. Unfortunately, risks only account for a part of the insecurity that is connected to future events. The other and not inferior part of this insecurity consists of possible positive developments – so called opportunities. Due to this reason in economic science and in practice the opinion aggravates that solely focusing on risks is not sufficient to fully exploit the potential of markets and companies. In the 16th century, the Dutch Renaissance humanist scholar Desiderius Erasmus (1466-1536) said: “It is well known that among the blind, the one-eyed man is king.” Transferring this statement in the context of Risk Management, the conclusion becomes apparent: The environmental uncertainty that surrounds entrepreneurial actions includes both opportunities and threats. As commonly practiced though, Risk Management tools only address threats. While this approach is surely better than doing nothing, it still can be seen as a major weakness of the traditional Risk Management approach. Nevertheless, in terms of Erasmus, this approach represents the one-eyed man when compared with the blind. To continue this metaphor a little further, it is possible to conclude that the one-eyed king could be easily relieved of his crown by introducing an emperor who is able to see with two eyes. Although this problem is well known in economic science, up to know only little scientific focus was shifted towards the systematic identification and management of opportunities. In fact, most of the present literature focuses on the identification and handling of risk and even though much of the recently published literature captures the term opportunity, none of it proposes a solid idea of following up on the approach. Still, facing the defiances of the present economic environment, it is not sufficient for companies to focus their attention on reducing risks. Instead, it is imperative to deal with the subject of Opportunity Management as well. With this paper, I want to undermine the importance of Opportunity Management for all companies independently of their size or branch that they operate in. Thereby, this paper is dedicated to all managers who strive to improve the professionalism of their companies in terms of strategic thinking. Furthermore, I hope that this paper can facilitate a practical implementation of a working Opportunity Management System.
Regarding moral concerns in the business sphere, integrity is often mentioned as one of the core values that guides the behavior of companies. Daimler for instance states: “Acting with integrity is the central requirement for sustainable success and a maxim that Daimler follows in its worldwide business practices.”1 Reference to integrity is mostly supposed to signal that the company acts morally responsibly. Although some companies specify what acting with integrity means for them, it generally remains unclear what the concept of integrity entails – both broadly speaking and referring to business. This conceptual gap shall be filled by developing a concept of integrity that can be transferred to the business context. For this purpose, the main criteria that constitute moral integrity will be discussed before reflecting on how these could be integrated into a practical and comprehensive concept of corporate integrity.
A growing share of modern trade policy instruments is shaped by non-tariff barriers (NTBs). Based on a structural gravity equation and the recently updated Global Trade Alert database, we empirically investigate the effect of NTBs on imports. Our analysis reveals that the implementation of NTBs reduces imports of affected products by up to 12%. Their trade dampening effect is thus comparable to that of trade defence instruments such as anti-dumping duties. It is smaller for exporters that have a free trade agreement with the importing country. Different types of NTBs affect trade to a different extent. Finally, we investigate the effect of behind-the-border measures, showing that they significantly lower the importer’s market access.